I expect that, like me, you have heard it countless times, used by countless people, in countless settings. Add to this the number of occasions when the words were used, and we didn’t even notice. But, have you ever taken the time to think about what having an open mind really means? How important it is to you? What mindsets, values and actions make you feel you are living your life with an open mind?

It’s often harder to lead a team past a failure than it is to help one person. “People are coming into projects with different expectations, perspectives, levels of investment, and different things at stake,” explains Susan David, a founder of the Harvard/McLean Institute of Coaching and author of the HBR article, “Emotional Agility.” “Some people may be very resilient and others might feel more bruised,” Ben Dattner, an organizational psychologist and author of The Blame Game. “All the things that individuals fall prey to — misattribution and rationalization — are compounded on a team and add exponential complexity to the process.” It doesn’t matter whether one person on your team is at fault or if everyone bears some of the responsibility, it’s your job as the manager to help the entire group move on. Here’s how.

We’ve all known them – bad employees that are either out to ruin your day, or the company. These creepy-crawlers lurk around, spreading their infectious toxins everywhere they go putting a serious strain on employee morale and overall company culture. Not only are they expensive, demoralizing, and infuriating, toxic employees can bring teamwork to a grinding halt, jeopardize goals, and potentially become and enormous liability for your company!

So how can you diagnose these troublemakers, and what can be done about them? Check out this infographic, which examines the types of toxic employees which could be derailing your business.

I am a small business owner and just like many other people in my situation I struggle with the same everyday problems. One of the worst problems I had to deal with were the business meetings me and my team used to have. I thought that these meetings are essential to an organization so we used to hold them regularly, often without good reason. I’m saying this is one of the worst problems I had to deal with because I didn’t know it was a problem until it was almost too late. Here’s what I did to solve it:

One of the central tenets of traditional management philosophy is that information should be controlled. Secret formulas and key strategic moves, for example, are obviously not to be shared with competitors. Even internally, to avoid the risk of leaks or misinterpretation, information has been traditionally been doled out only on a “need to know” basis.

Unfortunately, this approach does not work well in today’s fast-paced, innovation-focused environment.

A leader’s success is largely incumbent on their capacity to influence other people

And 21st century leadership is about creating relationships of integrity, authenticity and trust, as loyalty is now earned through relationships and collaboration, rather than through titular power.

Yet, forging deep, trusting business relationships is often awkward, unchartered territory for leaders. Many are wary of leading with emotion or operating with a genuine openness and honesty, believing that showing vulnerability will lead to dissenting opinions or criticism from colleagues and subordinates.

Literature around leadership is not hard to come by, but there are few texts that examine the process of leadership from where it begins – in the leader’s mind. Below, Nathan Harter analyses how great leaders have embraced the often complex multiplicity of their decisions and so brought coherence to their leadership.

Leadership scholars the world over have bent themselves to conducting empirical studies on how leaders lead. They dig through the historical record for examples from the past, such as Nelson Mandela or Steve Jobs, and they analyse famous leaders in the present, in many domains such as politics and business. They also conduct experiments using social scientific methods to find out what actually happens. This descriptive literature on leadership is growing.

One of the unintended consequences of the constant right-sizing and flattening of our organizations is that we now live in a world where managers just don’t have time to do all that’s required of them in their daily jobs, let alone find time for coaching their employees.

Yet coaching is a critical job for any manager who wants to improve her team’s performance. Research shows that training alone can improve performance by 22%, while training accompanied by coaching (that is, collaborative problem solving, feedback, and evaluation) can improve performance by 88%.

There was a time – not so long ago – when the need for Change in our organizations only came every now and then. The truth is that one could see it (the Change) coming, one could adapt to it, one had the time to tweak one’s model to remain competitive.

But that time is over and that is why at Challengera, we have embarked on a mission to democratize Change Management. Let us now go through the whys and the hows.

This provides 7 common sense steps but I would be interested to know how many will actually do step #1 and evaluate their results to date.Remember the old adage : If you cannot measure it then how are you going to manage it. In project management terms you need to set the base line in order to get a realistic view of progress and hence your ROI on your hard earned marketing dollars. Get step 1 right and the rest will be of immense value to your business.

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